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Neuroscience research shows how new organizational practices can shift ingrained thinking.

Via Virtual Global Coaching

How can an organization both exploit and explore? Managers, consultants, and academics around the world have long wrestled with this question. Some have responded by developing a concept known as “ambidexterity,” an organizational capability of fulfilling both managerial imperatives at once. But simultaneously managing today’s business while creating tomorrow’s goes beyond being ambidextrous. There is a third, even more intractable problem: letting go of what made you great.

Managers exploiting current businesses develop mindsets based on what they have experienced in the past. Such mindsets become further embedded in systems, structures, processes, and cultures that are self-perpetuating. It’s hard for managers, especially those who excel in the current system, to explore new unchartered terrain. And even harder for them to notice that many entrenched mindsets have lost relevance in changing circumstances that require exploring for new businesses. Bottom line: Before you can create, you must forget.

Via David Hain

Companies can tap their natural advantage when they focus on changing a few important behaviors, enlist informal leaders, and harness the power of employees’ emotions.

Via Virtual Global Coaching